Documentation of Pilot Project Smart Campus · 2014-07-29 · Documentation of pilot project "Smart Campus" 3 2 Design Goals Table 1: Design goals per design phase. Design goal Describe

Documentation of Pilot Project "Smart

Campus"

Market Transformation Towards Nearly Zero Energy

Buildings Through Widespread Use of Integrated Energy

Design (MaTrID): IEE/11/989/SI2.615952

Smart Campus

Wiener Netze GmbH, Austria

Margot Grim, e7, Austria

Contact details

Dipl.-Ing. Stefan Amann

e7 Energie Markt Analyse GmbH

Theresianumgasse 7/1/8

1040 Vienna, Austria

Disclaimer

The MaTrID project is supported by the European

Commission in the Intelligent Energy for Europe Programme.

The sole responsibility for the content of this publication lies

with the authors. It does not necessarily reflect the opinion of

the European Union. Neither the EACI nor the European Commission is responsible for any use that may be made

of the information contained therein. The MaTrID project duration is from June 19, 2012 – December 18, 2014

(Contract Number: IEE/11/989/SI2.615952

Documentation of pilot project "Smart Campus"

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Table of Content

1 Background Information ........................................................................................... 2

2 Design Goals .............................................................................................................. 3

3 Work Organisation ..................................................................................................... 5

3.1 Team Composition ....................................................................................................... 5

3.2 ID facilitator: Role and Function ................................................................................... 6

4 Communication Among Team Members ................................................................. 8

4.1 Use of Building Information Model (BIM) Tools ........................................................... 8

4.2 File Sharing System ..................................................................................................... 9

4.3 Information Sharing ...................................................................................................... 9

4.4 Transfer of Knowledge ................................................................................................. 9

5 ID Strategy - Workflow ............................................................................................. 11

5.1 Quality Assurance Plan & Quality Control Plan ......................................................... 11

5.2 Setting Responsibilities, Milestones and Highlighting Critical Points in Every Design

Phase ......................................................................................................................... 11

6 Innovation and Demonstration ............................................................................... 15

6.1 Innovative Solutions ................................................................................................... 15

6.2 Demonstration (Results and Process) ....................................................................... 17

6.2.1 Initial Situation ................................................................................................ 17

6.2.2 Project Preparation ........................................................................................ 19

6.2.3 The Competition ............................................................................................. 20

6.3 Lessons Learned ....................................................................................................... 22

6.4 Public Relations ......................................................................................................... 22


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1 Background Information

Name/acronym of the pilot project: Smart Campus

Client: Wiener Netze GmbH

Name of contact person: Peter Steczowicz

Function of contact person: Head of Organisational Development Consultancy

Location: Vienna

Type of the building: Headquarters, administration, operating area

Gross floor space in m²: 93,000 m² (19,000 m² administration, 38,000 m² operating area

(workshops, test bays, depots, central warehouse, corresponding offices and administration

areas), 36,000 m² other areas for e.g. exhibitions, conference etc.)

Staff: 1,400

To be completed: 2016

Further information: http://www.smart-campus.at

The existing buildings of Wiener Netze GmbH are in need of renovation. To refurbish these buildings within an economic range is hardly possible. For this reason the Wiener Netze GmbH decided to build a new building for their headquarters and to merge some of their facilities to shorten the distances between them.

While planning the main goals of the building, it became clear that the new building should also represent the matters that are important to the company. These matters are:

Smart Grids: Smart load distribution and control of decentralized generators Smart Meter: With digital meters using remote readout the manner of consumption

becomes transparent. On this basis specific tariff models can be established. Smart Homes: make an efficient use of energy possible

For the Wiener Netze the term "smart" means more than just a word, it is the guiding theme for their new construction.

Smart stands for an intelligent interaction of consumers, infrastructure and energy supply. The Wiener Netze GmbH wants to be exemplary in energy efficiency issues.


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2 Design Goals

Table 1: Design goals per design phase.

Design goal Describe the goal and the set-point values if applicable

Aesthetics

Before initiating the design phase, we developed a "moodboard"

together with the strategic consultation company M.O.O.CON by

capturing the corporate identity in images which serve as a

significant source of inspiration for architects. The Wiener Netze

was perceived as: trust worthy, reliable, honest, assertive,

practical, tolerant, cooperative (see Figure 1)

Figure 1 - moodboard

The new building should represent these characteristics in

front of clients and the surroundings.

To comply with these requirements an anonymous, two-stage

competition for general planners was organized in Europe.

The main entrance will be decorated with an artwork

manifesting clear associations with "grids/nets". It will be

chosen from designs presented in a competition among co-

workers.

Accessibility

Most areas are freely accessible and no barriers keep disabled

people from spending time or working in the building.

This means that all office workplaces as well as almost the entire

workshop and depot area are freely accessible.

Cost-effectiveness

Previously to the planning, a budget for life cycle costs was

determined which is based on functional and spatial allocation

plans. The requirements set here are to be met.

trust worthy

reliable

honest

assertive

straightforward

practical

cooperative

tolerant


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Cost-effectiveness

Since the company´s core business is energy supply, the project

shall be exemplary without the employees loosing their comfort.

The target is to build an energy efficient building and to apply

renewable energies wisely as well as to make users aware of

their usage patterns.

Administration building: Passive house

Workshops and depots: Near Zero Energy Building

Monitoring: a monitoring system measures all consumptions

Functional/operational

goals

The main target was to merge the company´s facilities and thus

to create synergies between the administration and the

workshops/depots.

High flexibility of the entire building (workshops and offices)

A comprehensive functional and spatial allocation plan

within a detailed requirements planning was elaborated before

the general planning took place.

The entire management and their employees determined the

different roles within the project.

Historic preservation

Several buildings of the new location are listed for historic

preservation.

Productivity

The main objective is to increase the potential for synergies

through establishing a common facility.

The existing buildings do not meet the requirements of

today´s working processes. The new building shall be adapted

to future working processes.

Happy employees are highly important. For this reason areas for

communicating and comfort zones were emphasized.

Safety

Access safety: Doormen guard the main entrance 24 hours. All

entries are secured with online-locks.

The fire safety exceeds the official requirements, its regulations

were elaborated in close cooperation with the fire brigade and

appraisers.


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Sustainability

The building shall exhibit high environmental, economic and

sociocultural quality standards. To meet these standards the

building shall comply with the requirements of the certification

scheme ÖGNI/DGNB Gold. For each sustainability criterion

specific target values were defined. This way the certification is

obtained by achieving high quality standards especially in those

areas that are important to the company and not by merely

collecting points. The initial design was already awarded a

preliminary certification in gold.

Other

The company wants to be a role model who offers high quality

and energy efficiency standards to their employees. These

standards should also be consistently applied in the building

operation and life cycle costs. Since the usage patterns

influence the energy efficiency to a great degree, the co-workers

should use energy carefully. To achieve this a research

programme was initiated (see 3.2 preliminary draft design

phase)

3 Work Organisation

3.1 Team Composition

Was the design team composed by the same people during the whole process?

No, but the core team accompanied the project through the entire process. If required experts

of different areas were invited.

Did the multidisciplinary team increase the effectiveness of the design phase?

Yes, thanks to their expertise they were able to make decisions quicker without loosing their

professionalism.

Did the multidisciplinary team try to create interfaces between individuals and activities

to avoid further problems during the process?

Yes, experts, decision makers responsible for user matters as well as appraisers and civil

engineers supported the core team in every phase of the project.


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The design of the detailed engineering serves as a good example. First a pool of user

representatives and appraisers was established. Then regular weekly meetings were held

and suitable people from the pool were chosen to share their user or expert perspective

and to help with the detailed engineering. This way high user satisfaction is ensured.

Is a multidisciplinary team useful in the beginning of the design activities?

Yes, therefore a general planning competition and no architecture competition was organized.

The competition required high technical building standards and evaluated those strictly. Close

cooperation with experts from technical building services and electrical engineering was the

key to a successful competition entry. Immediately after the competition, the ID facilitator

called weekly meetings, where users and designers participated, experts and appraisers were

invited when necessary. These meetings helped them to feel part of the team.

3.2 ID facilitator: Role and Function

Describe the role of the ID facilitator during the development of the pilot project.

M.O.O.CON GmbH is responsible for the coordination of tasks and activities of the persons

involved in the project and has been the ID facilitator since the project was initiated.

Table 2: Role of the ID Facilitator per design phase.

Design phase Describe the involvement of the ID Facilitator

Initial planning phase

Variant study which compared the existing building´s

refurbishment with the construction of a new building on several

locations based on a LCC-evaluation.

Requirements planning: Together with the awarding authority

and the users the ID facilitator analysed the organisation process

of the existing facilities which are to be merged into the new

location to create synergies. On this basis the requirements were

detected. Upon these a comprehensive space and function

allocation plan with the required organisational structure and

processes was elaborated.

Additionally, targets for sustainability criteria were defined with

the help of experts (e7). These criteria are to be complied with

during the design and construction phase.

Feasibility: The feasibility of the requirements was tested. If they

were not feasible, they were optimized. Real estates were found


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and compared, the budget for life cycle costs was calculated

(together with e7).

Coordination of following enquiries: use of ground water,

thermal response test, explosive ordnance detection (the property

was attacked during the World War 2), chemical expert report,

feasibility of transport of the excavations by train Due to the

property´s difficult situation, several possibilities (on the existing

and other sites) were analysed and compared intensively.

M.O.O.CON and e7 evaluated the entries of the anonymous,

two-stage and open general planning competition and

checked them for their architectural, functional, sustainable

and life cycle targets. The design which achieved these targets

the best won.

Concept design phase

Coordination of all people, experts and reviewers involved in

the project, - involvement of user representatives, building

operators and facility managers and many appraisers: Fire

safety, test bay planning, earthing design, etc.

Making decisions by considering operational aspects.

Next to the design project another research project was initiated

by e7 and the awarding authority. This project shall develop an

optimized user-feedback-system for the Smart Campus which

motivates users to behave energy efficiently (to open windows

and use sunshades in a reasonable way, to choose the correct

indoor temperature, etc. ) The ID facilitator is the link between

the project and the research team and is responsible for the

continuous application of research results in the actual planning.

Detailed design phase

The same tasks as in the concept design phase, plus:

Submission: Before reaching this important mile stone, the ID

facilitator discussed the design in detail with different user groups.

Awarding Procedure

Coordination and definition of the sustainability criteria

required for the competition

- Fair selection procedures were determined

- The companies´ sustainability criteria were checked.

- This was all done with the help of experts: Ecology, law,

economy, purchasing

- Coordination of appointments and contents for the required

users´and experts´ inputs/approvals (e.g. design of test bays,

operation, control room, etc. )


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Construction phase

Control of compliance with previously planned quality

standards

Pursuance of a continuous change management.

Coordination of the measurements and quality assurance

together with the general planner.

4 Communication among Team Members

4.1 Use of Building Information Model (BIM) Tools

When more than one BIM tool were used during the design, did problems occur when

sharing the numerical model with other team members?

The HVAC-planning was done with a BIM software programme. The model was not shared.

Can you briefly share your experience in using BIM tools by pointing out the lessons

you have learnt?

The HVAC-planners could reduce their time pressure by using BIM-tools, since its element-

based drawings include all masses and service catalogues are elaborated at the flick of a

switch.

Do you think that the software´s level of development is adequate for practical use?

For the purpose mentioned above it is suffice.

Can you point out some shortcomings you found when using BIM tools?

No shortcomings.


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4.2 File Sharing System

How do you evaluate the efficiency of your file sharing system?

The file transfer system is based on a FTP-server with predetermined folder structure (similar

to the folder structure of Windows). This is considered good, but there are still improvements

to be made. The biggest disadvantage is that the system does not allow the download nor

upload of multiple files. An e-mail-function will be added to the platform during the execution

phase, the shortcomings noted shall be improved.

The system was chosen to reduce the time investment, but the relevant documents shall be

filed and documented in a logical way.

Would you considerate using more advanced systems for file sharing after the

experience you have gained in this project?

Yes, I can´t imagine handling the large amounts of data we exchanged and filed in the course

of this project without a file exchange system.

4.3 Information Sharing

How efficiently did you share information during the project? How would you evaluate

the efficiency?

Good - in the weekly meetings with users, planners and experts of different areas, who were

invited when necessary, we exchanged information quickly and without any complications.

We developed a very good team culture and meet regularly to attend social events (dinners,

sports).

Would you considerate using more advanced systems for information sharing after the

experience you have gained in this project?

Yes, but the personal contact should not be reduced.

4.4 Transfer of Knowledge

ID processes enable the transfer of knowledge by increasing the specialists´understanding for

the work conditions and thus expanding their knowledge of it. The aim of this knowledge

transfer is to provide better ID processes in the future by increasing awareness and creating a

better understanding during all stages of the planning process.


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Describe how the transfer of knowledge took place between architects, engineers and

developer.

The transfer of knowledge was mainly achieved on a personal level through meetings, votings

and conferences. If we needed somebody new for a specific planning phase, we held meetings

with the general planner, the most important technical planers, the user representative and the

ID facilitator before hiring to gather all the information she or he needed. Voting and

conferences via telephone supported the transfer of knowledge.

We also exchanged information digitally as described above (4.3) via our platform or e-mail.


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5 ID Strategy - Workflow

5.1 Quality Assurance Plan & Quality Control Plan

Which instruments did you use for controlling quality to

define targets and to stick to them

define the course of the project, the interfaces and the evaluation points of individual

entries?

We developed a catalogue of objectives which is based on the ÖGNI/DGNB certification

scheme to cover sustainability issues. Every sustainability criterion received a target value

which was evaluated from a economic, environmental and company-specific perspective. We

added targets to the catalogue of objectives like life cycle costs, functional and spatial

allocation plans. From the general planning competition on, the fulfilment of this

catalogue became mandatory, as a sort of requirement catalogue or quality assurance

plan and formed part of the contract. If an objective was not met, it had to be compensated

and the reasons for it had to be explained thoroughly.

If a mile stone (concept design, detailed design, etc.) was reached, the fulfilment of the targets

and the quality was examined comprehensively. An examination report with traffic-light system

depicting the level of achievements was elaborated to bring the results of this evaluation into

written form. After the plan was revised and the problems pointed out in the examination point

were solved, the milestone was definitely reached.

Additionally user representatives were invited to give feedback and influence the design.

A project management was put in charge to evaluate and supervise the technical quality and

the costs.

5.2 Setting Responsibilities, Milestones and Highlighting Critical Points in Every Design Phase

The ID facilitator is supported in the coordination of the entire process by a person responsible

for a specific planning phase. She or he is responsible for the correct and punctual

implementation of the tasks planned for a specific phase.

A mile stone is a formal checkpoint which is determined by the planning team in the beginning

of the design phase. A milestone can be the official acceptance by a contracting authority or

the transmission of one or several documents. After the achievement of one milestone is

confirmed, the next planing phase can be initiated.

A critical point is a unexpected situation which occurs in a specific phase. Please describe the

solutions found and discussed in the design team


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Table 3: Responsibilities, milestones, critical points and outcomes per design phase.

Design phase Responsible(s) in

charge for the phase

Milestone(s) Critical point(s) Outcome(s)

Initial planning phase

MOOCON Functional and spatial

allocation plan

Feasibility

Defined sustainability

objectives

Budget for life cycle costs

Conviction of all managers

that the merging of different

locations into one new

location signifies a fresh

start.

The merging of several

facilities implies a

comprehensive process of

reorganisation

Finding of a new location

Many internal discussions

and information

Comprehensive

involvement in the

processes and structures

of different locations and

subcontractors.-

Comparison of different

locations

Competition phase

MOOCON, e7; general

planner

Winning project Examination of the required

criteria, especially the

budget for life cycle costs,

the thermal-energetic

quality, the architectural and

functional quality.

Site clearance (explosive

ordnance detection)

Comprehensive

preliminary examination,

additional calculations of

the energy consumption

parameter and life cycle

costs of every project.

Risk quantification

regarding the explosive

ordnance

Concept design

phase

general planner,

MOOCON e7

preliminary draft

design

submission

A project of this magnitude

reveals many critical points. In

regard of integral design,

Meetings on a regular

basis


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competition

detailed planning

energy efficiency and

sustainability following critical

points were detected:

Compliment with the budget

for life cycle costs, the

maximum investment limit

and the thermal-energetic

criteria.

Timely involvement of the

research project

investigating user-centred

building automation

Phase-adapted involvement

of the user

Commitment of the entire

team to meet determined

targets

Variant study concerning

the investment and

subsequent costs

Clear responsibilities and

descriptions of procedures

and processes

The research project shall

constantly keep the design

team informed.

Convincing people by

saying: "Let´s do it

different this time!"

Optimising the building

services at a reasonable

cost and meeting the

target of maximising the

use of alternative energy

sources.

Detailed design

phase

General planner,

MOOCON e7

Defined procedure

Call for tenders issued

Awarding

Time delay caused by

appeal of the awarding-

procedure

Cost compliance

Re-organisation of the user

Use of an additional time

slot kept as reserve

Reductions of the quality to

lower costs are not

permitted

Re-organisation of the plan

without augmenting costs

or the delay in time due to

flexible floor plans and

designers


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Construction phase

Executor, MOOCON Until now:

Excavation pit is finished

Transport of the excavated

material by train

Explosive ordnance (would

imply time delays and higher

costs)

Neighbours complaint

because of the dust/noise

Intensive negotiations

concerning the transport of

the excavated material by

train with the construction

firm --> was implemented

No explosive ordnance

was found

No neighbours complaint

about the dust and noise

coming from the

construction site (this was

a requirement in the

specifications for tenders)


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6 Innovation and Demonstration

6.1 Innovative Solutions

The buildings´ excellent innovation is observed in many different areas.

Energy efficiency and construction ecology

The administrative building is 19,000m² large. This makes it the biggest building with

passive house quality in Europe, the workshops, depots, conference rooms and other

secondary areas are near zero energy buildings.

A life cycle assessment helped choosing the right building materials.

The Wiener Netze GmbH wants to become a role model in efficient energy use and

sustainability by implementing these measures.

Renewable energies

According to the requirements 30% of the energy consumption has to come from

renewable energy sources, now 50-60% of the energy used comes from these sources.

o Cooling (100% ground water), Ground water heat pump produces heat

o Photovoltaic systems with a power rating of approximately 300 kWp (the

involvement of co-workers in form of employee-investment-models is in

discussion)

o Solar power for warm water (showers)

LED vs. standard The object is illuminated mainly by LED.

PE non-renewable

Use of ground water, photovoltaic,

solar thermal energy

Operational building: near zero

energy standard

Office: passive house standard

OIB 6, without alternative

energy sources


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Research project: user-centred building automation

The Wiener Netze GmbH will not only implement of a passive house and near zero energy

building, but it also wants it to achieve the energy consumption of these energy standards in

reality. Since this goal depends mainly on the users, e7 initiated a research project that shall

explore the different possibilities to motivate people to act energy efficiently. To achieve this a

comprehensive user survey was conducted to find out which methods are the best to motivate

users to act energy efficiently. This resulted in feedback panels and self-explanatory visual

instructions located in the centre of rooms. The influence of user behaviour on energy

consumption was estimated simultaneously to determine the potential for energy saving in

situations where some of the employees behave energy efficiently. Thus the energy

consumption of different user behaviours was examined by developing a building simulation.

The research project also investigated the technical possibilities that exist to control

procedures, give feedback, calculated investments and subsequent costs. After comparing

different designs and their potential for saving energy in a life cycle cost analysis, the results

revealed that feedback systems become economic within a time span of 30 years, if they are

accepted by the employees. These facts convinced us to integrate a feedback system into

the design. This system was integrated in the planning in cooperation with the planners.

For more information see http://www.e-sieben.at/de/projekte/1105_smart_campus.php

Feedback system for users to convey people to use energy efficiently

Compliance with life cycle costs

In this project it is important to emphasize the issue of the life cycle costs. Before initiating the

general planning competition, we determined the budget for life cycle costs on the basis of the

space and function allocation plan and the objectives set for achieving the desired building

quality and sustainability. During the general planning competition and after reaching different


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mile stones, the budget for life cycle costs was checked. The method with the www.lzk-tool.at

revealed a high degree of accuracy since the investment costs for the winning project

calculated before the competition still remain the same during the final design phase. The

question whether the calculated amount for subsequent costs is realistic, can only be answered

when the building is in operation.

Level of acceptance among neighbours

Prior involvement of local politics, invitation of the neighbourhood to exhibit the competition

publically. Progresses are reported regularly in local neighbourhood news papers Until now

(end of excavation phase), no complaints have been reported.

6.2 Demonstration (Results and Process)

6.2.1 Initial Situation

Different locations

1100 employees

Operation building Simmering

245 employees 23 employees

9 employees

Storage facility

15 employees

6 employees


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Energy standard in existing buildings

Image with visible light source




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6.2.2 Project Preparation

Variant study based on life cycle cost calculations of different locations

The new location was chosen based on these results.

Current situation is kept the same (revitalisation DION and adaption BGS)

New building NETZ on WEG ab, adaption BGS, Wsnew in TT

New building NETZ and BGS at WEG ab, Wsnew in TT

New building DION and BGS at WEG ab (interim solution: TT)

New building DION at WEG ab and adaption BGS (interim solution TT)

New building DION and WEG ab and adaption BGS

New building DION at Gate 2 and adaption BGS

New building DION and BGS at WEG ab

depreciation (Afa)

book value

revenue, sales

(DION, BGS)

expansion costs

TownTown

difference to situation

where nothings is changed rent (Miete), utility

costs (BK)


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6.2.3 The Competition

Inputs of the secondary level

Main building: 1,400 workplaces, approx. 82,000 gross floor space


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Preliminary check

Energy efficiency

Life cycle costs

Specific heat demand HWB*-line in kWh/m2a Specific cooling demand KB* in kWh/m2a

Specific primary energy demand in kWh/m2a

thermal insulation of construction in winter, thermal comfort during winter thermal insulation of construction in summer, thermal comfort during summer


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The winning project

Abbildung 1: The winning project: Smart Campus (source: Holzbauer und Partner ZT – GmbH)

6.3 Lessons Learned

New approaches, processes, technologies need to be incorporated into the design process as

early as possible, if this is not done it will be discussed and the decision will have to be

explained many times, new ideas might not even be implemented (since at a certain point

changes would imply much more work and costs).

The interpretation of life cycle costs from different variants (e.g. general planning competition,

technologies or feedback systems) helps the awarding authority to come to a decision. Even

though the awarding authority was sceptical at first and not sure if the investments are worth

it, it was convinced later and are also willing to invest more if the investments pay off in the

longer run.

6.4 Public Relations

The Wiener Netze GmbH created a website to document the project. Information to the press

especially neighbourhood newspapers was released on a regular basis. This interactive

approach also contributed to the fact that no complaints were reported until now.

Documents

Documentation of Pilot Project Smart Campus · 2014-07-29 · Documentation of pilot project "Smart Campus" 3 2 Design Goals Table 1: Design goals per design phase. Design goal Describe